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Max Sutherland Value Proposition
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Max Sutherland Value Proposition


Professional profile of breadth and depth of experience and value offered to design and execute growth strategies built upon operational excellence initiatives.

Professional profile of breadth and depth of experience and value offered to design and execute growth strategies built upon operational excellence initiatives.

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  • 1. Global Strategy and Enterprise Excellence Leader Max Sutherland “Drives Growth through Excellence”
  • 2. Value Proposition: Increased Revenue, Margins and Cash Flow What I bring to the table … • Passion for Opera-onal and Financial Excellence • Dedica-on to Innova-on, Superior Quality, and Outstanding Customer Service • Execu-ve and Project Leadership • Global Experience, Languages, and Insight • Diverse Industry (A&D, Mfg, FS) and Big 4 Consul-ng Experience • Extensive Strategy, Technology and Change Management Exper-se • World-­‐class Tools, Techniques and Methodologies • Excellent Win-­‐Win Nego-a-on Skills Opportuni3es… • Increased Business and Revenue Growth • Increased Cash Flow • Realized Returns on Investments • Measureable Excellence Results • Increased ROA • Increased Gross and Opera3ng Margins • Decreased Margin Spread • Increased Market Share • Successful Program Implementa3ons, On-­‐3me and within Budget • Enhanced Employee Knowledge, Skills and Technology Adop3on / U3liza3on How I can do it… • Transforma-onal Leadership and Communica-on • End-­‐to-­‐End Strategic Planning thru Tac-cal Execu-on • Business Intelligence Focus and Holis-c KPI Accountability • Bridge Finance, Opera-ons and Strategy Func-ons • Current State Assessments, Gap Analysis; Future State Modeling; Roadmap Development • Prac-cal Approach to Problem Solving and BoVleneck Elimina-on • Dynamic Change Management Program Development and Implementa-on What I can do… • Drive Strategic Top-­‐ and BoVom-­‐line Ini-a-ves, Mi-gate Risk • Iden-fy and Develop New Revenue Genera-ng Opportuni-es • Strategize and Execute Execu-ve Vision • Strengthen Brand Internally and Externally • Create Cross-­‐Func-onal Team Culture • Champion Change Internally and Externally to Drive Growth and Reduce Costs • Develop Sound Business Cases and Market Growth Strategies • Substan-ally Improve Opera-onal, Financial and Asset Performance 2
  • 3. Global Experience 3
  • 4. Max 1980 1990 2000 2010 C O N S U L T I N G Credentials BA MBA 4 ANSERI AVIATION
  • 5. Experience Linking Revenue Growth and Excellence Initiatives * Global Enterprise Excellence Centers of Excellence Shared Services Lean Six Sigma •  Revenues •  Gross Margin •  Opera-ng Margin •  EBITDA •  Excellence •  Margin Spread •  Revenues •  Efficiencies •  R&D Focus •  Market Share •  Customer Care •  Costs •  Efficiencies •  Best Prac-ces •  Customer Care •  Redundancies •  Costs •  Headcount •  Produc-vity •  Costs •  SKUs •  Cycle Times •  Process Errors •  Process Excep-ons Process and func-onal excellence are the founda-on for realizing sustainable revenue growth * Detailed impacts provided on slides 9 and 10 5
  • 6. Expertise and Accomplishments Execu3ve Management Financial Management Assembled and directed execu-ve team, performing investment due diligence to resurrect manufacturing of iconic amphibious aircrab (Anseri Avia+on, An+lles Seaplanes) Rescued mul--­‐million dollar co-­‐ development ini-a-ve and restored execu-ve rela-onships with SAP Germany (KPMG) Designed 4Cs Leadership Alignment Framework to drive change and mi3gate risks (Solbourne) Grew $30m prac-ce developing business interna-onally, point of contact for client issue resolu-on and contract disputes (KPMG) Managed 15 internal and external execu-ves in various ini-a-ves for three global businesses (Chase) Developed business rela-onships with Chinese consulate and execu-ves (3i Global) Champion of change and numerous global change management programs (SunPower, Boart Longyear, Ci+corp, Chase, KPMG, AT&T) 4Cs Leadership Alignment Drive Change, Mi-gate Risk Developed financial plans and 10-­‐year revenue forecasts for a niche consumer product in a $25 billion global industry that is increasing 7% annually (3i Global) Delivered 30% under budget launching consumer product in Europe and N. America (MaxWax) Nego-ated mul- million dollar solu-on development and revenue sharing with SAP Germany (KPMG) P&L responsibility to maintain 42% gross margin (Snickelways) Secured 76.5% of firm-­‐wide allocated technology staff development budget (KPMG) Managed a $6 million budget for internal and external resources while leading 15 execu-ves in various ini-a-ves for three global businesses (Chase) Developed and delivered finance shared services policy compliance training (SunPower) Product Launch Costs Projected vs. Actual 30% under Budget 100% 50% Firm-­‐wide Allocated Budget Secured and Managed 0% Projected Actual 76.5% 6
  • 7. Expertise and Accomplishments Opera3onal Excellence __ _ __ Created a sales and product management Center of Excellence for three (3) global businesses, increasing account revenues 20% (Chase) Plateaued sales revenues reversed to realize 25% increases (American Furniture) Increased cash flow 300% by improving communica-ons and client training, turning poor performing EMEA accounts into profitable key accounts (Ci+corp) Reduced an average of more than 40% in processing cycle -me through prac-cal lean implementa-ons and automa-on blueprint design (UPS, Chase, Bank of America, Chase Visa, Chase Home Mortgage, Ci+corp) Restructured sales organiza-on and service offerings for a nascent digital technology firm to compete in the Tier 1 consul-ng space, resul-ng in 10% increased business revenues (Snickelways Interac+ve, Inc.) Increased gross profits by more than 50% though Centers of Excellence and shared services (SunPower, Ci+corp, Chase) Revenue Growth in $MM 60 40 20 Plateaued Sales Increased 25% Center of Excellence Revenues Increased Gross Profits > 50% Designed SAP’s Customer Profitability solu-on to increase revenue growth opportuni-es and profit margins for the financial services industry (KPMG) Restructured global support systems and processes to drive increased revenues (company 37%, division 45%) and excellence performance (trend 18%, margin spread 5%) (Boart Longyear) Improved asset performance by op-mizing capital u-liza-on, reducing fixed costs by $1.3 million (Pearson) Designed business model with integrated audit controls to ensure compliance, reduce costs and improve asset management (Chase, Bank of America) Restructured global account and service management organiza-ons to improve client rela-onships and reduce excep-on processing by 90% (Ci+corp) Designed a Center of Excellence procurement model to reduce costs by ~$27m (NPV), increasing gross and opera-ng margins (Georgia-­‐Pacific) Revenues in $000 3,000,000 2,000,000 1,000,000 Revenues Increased 37% Excellence Indicators 50.00% 40.00% 30.00% 20.00% 10.00% Excellence Trend Increased 18% 0 '00 '02 '04 '06 Savings 0 10 20 30 -­‐ '06 '07 '08 '09 '10 '11 Net Sales 0.00% '06 '07 '08 '09 '10 '11 Margin Spread Excellence Trend 7
  • 8. Expertise and Accomplishments Strategic Planning Tac3cal Execu3on Resource strategy for $20 billion manufacturing company’s sourcing organiza-on, with expected savings ~$28 million NPV (Georgia-­‐Pacific) $400 million products division’s global Oracle ERP Order to Cash staff enablement and execu-on strategy for on-­‐-me Go-­‐Live (Boart Longyear) Business planning for a niche consumer product in a $25 billion global industry that is increasing 7% annually (3i Global) Strategic go-­‐to-­‐market plan to launch a global luxury product with 10-­‐year revenue forecasts of $200 million (3i Global) Product innova-on concept, market research, design, development, marke-ng and distribu-on to drive incremental revenue growth (Brown-­‐ Forman, MaxWax) Business development strategy for the $800 million La3n American market, capturing 15% market share (KPMG) Consumer advocacy strategy to increase revenues minimum 20% for global products porpolio (Nestlé) New Product Planning 10-­‐Year Revenue Forecasts Totaling $200m $800m La3n American Market First-­‐Mover $120m Market Share Opportunity Implementa3on of standardized account management and A/R policies, increasing cash flow 300% (Ci+corp) Global rollout of sales cer-fica-on program, 95% cer-fied < 6mos., revenue increased 20% (Chase) Rollout of Oracle ERP training programs: design, development and delivery in the US, Canada and the Philippines for on-­‐-me Go-­‐Live dates (Boart Longyear, SunPower) Systems conversion change program developed and delivered in 1/10 budgeted -me (AT&T) Product development, marke-ng and distribu-on throughout Europe and North America 30% under budget (MaxWax) Planned and executed merger of two interna3onal business units, saving $8-­‐9 million in hard costs (Ci+corp) Developed Change programs to impact culture, skills, and knowledge transfer for ERP implementa-ons (SunPower, RTD, Boart Longyear, DJJ, UPS, Chase, UBS, Ci+corp, AT&T) New AR Policy Implementa3ons 90+ Days Cash Flow Increased 300% Merger Business A Business B $8-­‐9m Realized Synergies 1 2 3 4 5 6 7 8 9 10 15% 0% 20% 40% 60% 80% 100% <30 Days Cash Flow 8
  • 9. Major Strategic Excellence Initiatives Situa3on Ac3ons Results Boart Longyear: Disparate opera-ng model with regional support systems and regionally managed logis-c processes Objec3ve: Global Enterprise of Excellence • Consistently communicated a unified global business message • Implemented single ERP plaporm globally for sales, produc-on and support func-ons • Restructured supply chain, logis-cs and “availability-­‐to-­‐promise” processes • Designed and delivered dynamic, comprehensive change program for 40+ countries • Revenues: Company 37%, Prod Division 45% • Gross Margin 11% • Opera-ng Margin 40% • EBITDA 60% • Enterprise Excellence 18% • Margin Spread 5% Georgia-­‐Pacific: Redundant sourcing processes that both detracted from management focus on produc-on and increased raw material costs (lack of price nego-a-on leverage) Objec3ve: Center of Excellence, Supply Chain Sourcing • Assessed mul-ple site processes and technologies • Addressed gaps and issues • Presented Center of Excellence design and business case for SRM solu-on implementa-on • Developed and delivered sourcing tools to realize produc-on benefits • Centrally-­‐led Center of Excellence model • Opera-ng cost $27m (NPV) • Materials and equipment price nego-a-on leverage  Chase: Flat-­‐lined revenues year-­‐ over-­‐year Objec3ve: Center of Excellence, Sales and Product Management R&D • Analyzed global sales paVerns, created assessment processes to determine root causes • Developed and delivered sales approach and product cer-fica-on program globally • Dedicated Professional Development team for Sales and Product Management R&D for 3 global businesses • Payment Products revenues 20% • 95% global sales force porpolio-­‐cer-fied within 6 mos. • Product R&D success 130% by partnering with client base 9
  • 10. Major Strategic Excellence Initiatives Situa3on Ac3ons Results Ci3corp Global Payment Products: M&A integra-on of interna-onal payment product business units Objec3ve: Center of Excellence, Processing and Customer Care • Assessed people, processes and technologies, financial and global customer impacts, interna-onal logis-cs and vendor management • Presented feasibility studies and detailed integra-on and communica-on plans • Standardized and streamlined opera-ons, leveraging Kaizen philosophy • Developed and delivered training programs to new hires, exis-ng employees and interna-onal customer base • Onshored > 75% of acquired business • Opera-ng costs $8 – 9m (~35% of revenues) • Standards for customer care and account management  • Headcount 30+% SunPower: Disparate regional finance and HR organiza-ons Objec3ve: Global Shared Services, Finance and HR • Developed communica-on and change plans and materials for global offshore shared services center for finance and HR func-ons • Delivered change program, implemen-ng best prac-ces, controls and compliance requirements • Labor cost 50+% • Governance and compliance  Ford: Excessive complexity of SKUs hinder profit growth Objec3ve: Lean Manufacturing, Inventory Ra-onaliza-on • Assessment of product complexity drivers and impacts on downstream costs • Deep analysis and segmenta-on of high-­‐ performing SKUs vs. low-­‐performing SKUs • Development of a qualita-ve and quan-ta-ve SKU scorecard to determine ra-onaliza-on opportuni-es • Manufacturing and inventory costs 35+% • Product lifecycle management  10
  • 11. Max Sutherland, an action-­‐driven global strategy and enterprise excellence executive, brings more than 20 years of domestic and international operations, R&D, sales, and marketing experience. Max focuses on end-­‐to-­‐end strategic planning and tactical execution to optimize top-­ and bottom-­line performance, connecting business seal the deal and became a marketing and excellence advisor to project teams in KPMG Consulting’s R&D group. In addition, Max has over 15 years of leadership experience in sales and marketing, with accomplishments that include driving strategic marketing plans to launch/revive consumer products and business development efforts in Latin America, North America, Europe, and Asia. Max restructured sales organizations, addressing branding issues and customer/ advocacy strategies, and realigned service offerings to meet customer needs and market trends. He also developed business models for clients to implement Internet technologies to drive incremental growth; designed performance metrics that drove 25% increase in business revenues; and rolled out a global sales certiXication program that resulted in 20% average increased revenues per client. As with all successful executives, Max has been a leader of change throughout his career and a strong advocate of staff development and client/customer involvement to implement new strategic initiatives to accomplish business goals. His ability to communicate at all levels and build energized teams is evidenced by his contributions to ~$18.5m in oral presentation wins and his abilities to manage change, develop long-­‐term internal and external relationships, gain stakeholder buy-­‐in, and resolve critical and complex issues. His extensive experience spans six (6) continents, diverse cultures and multiple industries, providing insights and best practices to broad business challenges. Max earned his Bachelor’s degree in Economics and Political Science from Indiana University, an MBA from Duke University in 2004, and speaks German, French and Italian from frequent living and working in Europe and managing EMEA accounts. growth and cost-­‐saving initiatives to consistently exceed expectations. His career is solidly grounded in driving revenue growth through excellence with early wins that include a Fortune 50 M&A integration, optimization of resources and supply chain processes, and restructuring of global account management and service management organizations, turning poor performing accounts into proXitable key accounts. These highly visible initiatives created a global Center of Excellence, saving more than $8 million in annual operating costs and increasing cash Xlow by more than 300%. He is also credited with optimizing infrastructures, lowering operating costs and time up to 40% through lean process implementations and improving customer service that signiXicantly improved revenue generation and overall performance. Max also played a key role in architecting a one-­‐ to-­‐one customer proXitability solution to drive additional revenues by harnessing holistic customer data and market trends. He successfully negotiated multi-­‐million dollar development and revenue sharing terms with SAP Germany to 11
  • 12. Contact Information Max Sutherland 914-­‐374-­‐1250 maxsutherland01@gmail.com Twitter @maxsutherland LinkedIn ProXile http://www.linkedin.com/in/maxsutherland